導(dǎo)語：我在斯坦福任教也是出于同樣的原因——因為我想告訴學(xué)生，他們不需要接受學(xué)校教育或競爭對手給他們鋪設(shè)的道路。從根本上來說，一個人的人生應(yīng)該由他自己去規(guī)劃。下面小編為大家整理了人生應(yīng)該由他自己去規(guī)劃美文，希望能給大家的寫作提供幫助。
PayPal co-founder Peter Thiel is often known for hisability to understand what makes a companysuccessful and for having some contrarian points ofview. Following the sale of PayPal to eBay EBAY0.14% in 2002, Thiel founded global hedge fundClarium Capital Management, technology companyPalantir and venture capital firm Founders Fund, which has invested in companies like Spotify,Oculus and SpaceX. Thiel was also Facebook’s first outside investor and currently sits on itsboard. Through his Thiel Foundation, four years ago, he created the Thiel Fellowship for up-and-coming entrepreneurs under 20, who are each given $100,000 and two years to eschewhigher education and work on a venture of their choosing.
貝寶公司(PayPal)聯(lián)合創(chuàng)始人彼得o泰爾深知如何成功經(jīng)營一家公司，并且因許多特立獨行的觀點而聞名于創(chuàng)投界。2002年將PayPal出售給易趣公司(eBay)之后，泰爾創(chuàng)建了全球?qū)_基金克萊瑞姆資本管理公司(ClariumCapital Management)、科技公司Palantir和風(fēng)險投資公司創(chuàng)業(yè)者基金(Founders Fund)，該基金投資的公司包括音樂平臺Spotify、虛擬現(xiàn)實公司Oculus和太空探索技術(shù)公司(SpaceX)。此外，泰爾也是Facebook第一位外部投資者，目前為Facebook董事會成員。通過其泰爾基金會(Thiel Foundation)，他在4年前設(shè)立了針對20歲以下優(yōu)秀創(chuàng)業(yè)者的泰爾獎學(xué)金(Thiel Fellowship)，有前途的創(chuàng)業(yè)者不用接受高等教育，即可獲得10萬美元和兩年的時間，從事自己選擇的事業(yè)。
Known for his strong opinions about hot-button topics like education, company culture andcompetition, Thiel has been in the news of late promoting his new book Zero to One: Notes onStartups, or How to Build the Future, which he co-wrote with former student Blake Masters,and was based upon the notes that Masters took while taking Thiel’s computer science courseat Stanford. The authors aim to rebuff the notion that innovation is dead and instead delveinto how entrepreneurs can explore new technologies and create fresh inventions in currentfields and “uncharted frontiers.” We caught up with Thiel to talk about the value of being naiveand finding inspiration off the beaten track.
泰爾因其對教育、公司文化與競爭等熱門話題的強烈觀點而名聲在外，近期，他的新書《從零到一：對創(chuàng)業(yè)，以及如何構(gòu)筑未來的一點思考》(Zero to One: Notes on Startups, or How to Build the Future)使他再次成為媒體熱點。該書由泰爾和他之前的學(xué)生布萊克o馬斯特斯共同創(chuàng)作，主要內(nèi)容為馬斯特斯在斯坦福大學(xué)(Stanford)上泰爾的計算機科學(xué)課時記錄的筆記。兩位作者并不認(rèn)同“創(chuàng)新已死”的觀點，他們在書中探討了創(chuàng)業(yè)者如何開發(fā)新技術(shù)，在當(dāng)前領(lǐng)域和“未知的前沿”創(chuàng)造發(fā)明。我們對泰爾進行了采訪，邀請他談?wù)摿颂煺娴膬r值，以及如何獨辟蹊徑，尋找靈感。
Q: Knowing what you know now, what would you have done differently when you were firststarting up? How did you learn this lesson?
問：如果你具備現(xiàn)在的經(jīng)驗和見識，你的第一次創(chuàng)業(yè)會有哪些不同?你是如何收獲這一經(jīng)驗教訓(xùn)的?
A:When I was starting out, I followed along the path that seemed to be marked out for me —from high school to college to law school to professional life. When I was working at a NewYork law firm, that path came to a dead end. All the aspiring lawyers on the outside wanted toget in but all of the people I worked with wanted to get out. It was like Alcatraz but all you hadto do to escape was walk through the front door. So I left. And that experience helped merealize how many things in the world might be possible and valuable, yet ignored by mostpeople, simply because they are not found on any conventional track.
答：最開始，我的成長道路似乎早已注定——從高中到大學(xué)，再到法學(xué)院，然后開始職業(yè)生涯。我在紐約一家律師事務(wù)所工作的時候，這條道路陷入了死胡同。外面有抱負(fù)的律師都想進來，但我的同事們卻都想逃離這里。那里就像是惡魔島，要想逃離這里，你只需走出那扇門。所以我離開了。這次的經(jīng)歷讓我意識到，這個世界上有許多事情是可行的、有價值的，但卻被大多數(shù)人忽視，只是因為你根本不可能在任何傳統(tǒng)的軌道上發(fā)現(xiàn)它們。
Q: What do you think would have happened if you had had this knowledge then?
問：如果你當(dāng)時便有了這樣的感悟，你認(rèn)為會發(fā)生什么?
A:If I’d realized how arbitrary it was, I might have gotten off the track a lot sooner. I know Iwould have thought about it more carefully. But there’s no way to run the experiment twice.
答：如果我能意識到職業(yè)道路是如此變幻莫測，我可能會更早離開那里。我知道我肯定會更謹(jǐn)慎地考慮這個問題。但人生不可能重來。
Q: How do you think young entrepreneurs might benefit from this insight?
問：你認(rèn)為你的這些見解能夠給年輕的創(chuàng)業(yè)者們帶來哪些幫助?
A:An entrepreneur must deal with more uncertainty than a professional with a well-definedrole. Because of that uncertainty, there’s always a temptation to reach out for some kind ofguide, whether it’s old business school case studies, or, more likely, the most recent moves ofthe firms that you perceive to be competitors. Reacting to them can at least give some idea ofwhat to do. We’re so used to competing on tracks that entrepreneurs can quickly get caughtup in incremental battles with each other, almost without realizing it. But defining yourself by acompetitor means giving up the most important reason to be an entrepreneur: You can dosomething new in the world that won’t be done unless you are the one to do it.
答：相比職責(zé)明確的專業(yè)人士，創(chuàng)業(yè)者必須應(yīng)對更多不確定性。由于這些不確定性，他們往往會禁不住誘惑，試圖尋找各種指引，比如傳統(tǒng)的商學(xué)院案例研究，更有可能的是，被視為競爭對手的公司最近的舉動等。根據(jù)競爭對手的舉動做出反應(yīng)，至少可以讓你知道應(yīng)該做什么。我們早已習(xí)慣于發(fā)展道路上的競爭，以至于創(chuàng)業(yè)者之間會迅速陷入日益激烈的競爭，而他們本身幾乎都沒有意識到這一點。但是，通過競爭對手來確定自己的發(fā)展方向，意味著放棄了創(chuàng)業(yè)最重要的理由：你可以做一些世界上前所未有、如果沒有你就不可能出現(xiàn)的東西。
Q: Besides inventing a time machine, how might they realize this wisdom sooner?
問：除了發(fā)明一臺時間機器，他們?nèi)绾尾拍芨焐羁腆w會這些智慧?
A:I don’t know. How to teach people to do what hasn’t been done is a great riddle. It’sbecause schools tend to breed a kind of process-oriented conformity that I started afellowship for young people who want to learn by getting something done in the real world —precisely so they can begin charting their own path as early as possible.
答：我不知道。如何教會人們?nèi)プ鰪奈从腥俗鲞^的事情，是一個無解的謎題。正是由于學(xué)校往往教導(dǎo)學(xué)生遵從某種流程，我才為那些希望在真實世界中學(xué)習(xí)如何創(chuàng)業(yè)的年輕人創(chuàng)辦了獎學(xué)金——只有這樣，他們才能盡早規(guī)劃自己的發(fā)展道路。
I taught a class at Stanford for the same reason — because I wanted to tell students that theydon’t have to accept the paths laid down by their schooling or by their competitors. Butfundamentally it’s something people have to figure out for themselves.
我在斯坦福任教也是出于同樣的原因——因為我想告訴學(xué)生，他們不需要接受學(xué)校教育或競爭對手給他們鋪設(shè)的道路。從根本上來說，一個人的人生應(yīng)該由他自己去規(guī)劃。
Q: What are you glad you didn’t know then that you know now?
問：有哪些事情是你現(xiàn)在已經(jīng)知道，但很慶幸當(dāng)時并不知道的?
A:If I had known how hard it would be to do something new, particularly in the paymentsindustry, I would never have started PayPal. That’s why nobody with long experience in bankinghad done it. You needed to be naive enough to think that new things could be done. And itturned out to be true: PayPal worked. But if I’d had more experience, I’m sure I would haveshied away from the risk and done something much more boring. This is one of the reasonsthat young people can have a strange advantage in technology in that they haven’t yet beenbrainwashed into thinking that current methods are inevitable.
答：如果我知道創(chuàng)新如此艱難，尤其是在支付行業(yè)，我恐怕不會創(chuàng)建貝寶。這也是為什么經(jīng)驗豐富的銀行從業(yè)者中，沒人做這件事情。你需要足夠天真地認(rèn)為一件新事物能夠成功。結(jié)果證明了我的觀點：貝寶取得了成功。而如果我積累了更多經(jīng)驗，我肯定會避開風(fēng)險，從事一些更無聊的事情。所以，現(xiàn)在的年輕人有一種奇怪的技術(shù)優(yōu)勢，因為他們沒有被洗 腦，不會認(rèn)為現(xiàn)有的方法是不可避免的。
Q: What is your best advice for aspiring entrepreneurs?
問：你對有抱負(fù)的創(chuàng)業(yè)者最好的建議是什么?
A:The most important thing is simple: Start with a small market and dominate that first. Bigmarkets are tempting because they seem full of opportunity but most of that opportunity willbe for others to compete with you. Instead focus your ambition on a definitively superiorsolution to a specific problem.
答：最重要的事情很簡單：先從小市場開始，占領(lǐng)這個市場。大的市場固然充滿誘惑，看起來滿是機遇，但大多數(shù)機會都會面臨許多競爭者。創(chuàng)業(yè)者應(yīng)該聚焦某個特定的問題，集中精力做出一個絕對出色的解決方案。
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